Pareto Analysis “80/20 rule” Focus on numerical data Use to identify which situations are most common
Mind Mapping Free-form note taking Any kind of information Use to show how different facts relate to the problem and to each other
Look into Causes but Don’t Bog Down Not all problems are “caused” Not all causes can be corrected Ask for input – one person at a time.
The Un-Problem: Appreciative Inquiry Systematic discovery of the best in people and organizations Unconditional positive questions Directed conversation and storytelling What is working well? How can we do more of that?
Step #4: Identify Your Options What options do we have? What has been done in other libraries? In other disciplines? How about something new?
Situation: Something’s Gone Wrong Find and correct the changes that account for the fall-off in results.
Situation: Increased – or Changing – Expectations Find new ways of operating.
Situation: The Double Whammy Find ways to reengineer the system – correct and invent.
Situation: It Never Did Work Right Find ways to overhaul – or completely rebuild.
Things That Can Limit Your Thinking Searching for THE ONE RIGHT ANSWER Not involving front line people Looking inside the library only Waiting for 100% agreement Fear of embarrassment or failure
Be Sure to Include Be Sure to Include Current approach Something new Something fun
Reality Check: Strategic Thinking How might this decision change the library’s position or reputation? Will it set the stage or define a pattern for future decisions? Do library stakeholders need a heads-up? Who will get credit if things turn out well?
Take Time to Write a Brief Summary of Your Process
Step #7: Move Forward Communicate the decision/solution Plan the implementation Monitor results Learn as you go
When Things Go Wrong Work each problem Re-prioritize if necessary Maintain focus on desired outcomes After a fair trial, change options
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